Six Sigma

Six Sigma is a breakthrough business strategy consisting of a robust methodology to improve organizational performance. Six Sigm consists of several tools and techniques for process and quality improvement.
Six Sigma’s focus is on removing waste and reducing variation in our service and products to achieve customer satisfaction. It’s about having a product or service that is 99.9997% error-free, basically having only 3.4 defective products out of one million.
It aims to improve the quality of the output of a process by removing defects and reducing process variation in both manufacturing and service processes and products.

Origin Of Six Sigma

Six Sigma originated in Motorolla in 1986 when Bob Galvin the CEO of Motorola, set a series of annual goals.
He set ten times improvement in product quality in the first year, followed by 100 times improvement the following year, and finally 1000 times improvement in product quality.
Engineer Williams Bill Smith is known as the father of Six Sigma. He developed and implemented a straightforward methodology to help achieve organizational goals. He created to measure, analyze, improve and control(MAIC) methodology.
Allied Signal under Larry Bossidy(CEO) saw the impact of Lean Six Sigma on Motorola products and adopted it. Also, Jack Welch(CEO), knowing about the six sigma methodology, investigated it and made it central to the business strategy of General Electric in 1995.

Methodology

Six Sigma has two principal methodologies, DMAIC AND DMADV

DMAIC deployed on projects aimed at improving existing business processes

DMADV  is used on process projects to design new products and process design.
DMAIC  defines, measure, analyze and control
Define: In define, you identify the business problem, evaluate the cost of poor quality, set up a project goal, create a project charter and charter your team.
Measure: You map the current business process, collect data on current process performance, evaluate the causes of the business or product problem
Analyze: analyze the root cause of the business problem using advanced statistical techniques
Improve: This is where you remove the root cause and implement the solution after conducting solution analysis.
Control: This is where you create a sustainable control plan to ensure the gain of the six sigma project.
The DMADV is, also known as DFSS (Design for Six Sigma), features five phases:

• Define design goals that are consistent with customer demands and the enterprise strategy.
• Measure and identify critical quality characteristics of the product and also measure product and production process capability.
• Analyze to develop and design alternatives
• Design an improved alternative product based on the previous analysis.
• Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

Tools

 
Lean Six Sigma has not created new tools and techniques but arranged the previously created tools/techniques by a qualified expert in a problem-solving methodology.
Lean Six Sigma tools include:

There are many Lean Six Sigma Tools, but not all of them prove to be as valuable as others. Below are some of the most helpful and most frequently used tools.

Define

• A3
• Communication Plan
• Project Charter
• Project Selection Tool
• Process Walk Interview Sheet
• RACI Matrix
• SIPOC
• Stakeholder Analysis
• Swimlane Process Map
• Threats & Opportunities Matrix
• Value Stream Map
• Voice Of the Customer (VOC) Translation Matrix

Measure

• Communication Plan
• Cost of Poor Quality Calculator
• Data Collection Plan
• Efficiency & Effectiveness Matrix
• Impact Effort Matrix
• Operational Definitions
• Process Walk Interview Sheet
• RACI Matrix
• Stakeholder Analysis
• Threats & Opportunities Matrix

Analyze

• Fishbone Diagram
• Root Cause Hypothesis Worksheet
• Value Cycle Time Analysis
• Value Stream Map

Improve

• A3
• Communication Plan
• Cross Training Matrix
• FMEA
• Impact Effort Matrix
• RACI Matrix
• Stakeholder Analysis
• Weighted Criteria Matrix

Control

• A3
• Control Plan
• Monitoring Plan
• New Procedure Audit
• Project Storyboard
• Response Plan

Why Six Sigma-Benefits of Six Sigma

 

1: Improved Customer Loyalty

 
Six sigma focus on customer satisfaction. We gather the voice of the customer and his critical quality characteristics. The six sigma strategy then attempts to satisfy the customer’s need. Consequently, a satisfied customer will result in customer loyalty, retention and business profitability

 

#2: Time Management

Employing a Six Sigma methodology at your business can help employees manage their time effectively, resulting in a more efficient business and more productive employees.

#3: Reduced Cycle Time

Six Sigma reduces the long cycle time observed in transactional or manufacturing processes. This method allows businesses to create shorter cycle times for projects and stick to those schedules, with many firms reporting reductions in cycle times of up to 35 per cent.

#4: Increased Workforce Productivity and Morale

Not only does the process improvement from Lean Six Sigma increase productivity, but surveys show that it also boosts employee attitudes and satisfaction within the workplace.

 

5: More Fluid Strategic Positioning

Lean Six Sigma operations are more nimble and flexible regarding changing conditions, enabling them to adapt more readily to unanticipated business or economic climate changes.

 

6:Stronger Competitive Stance

Customers, vendors and partners are drawn to the excellence and success that Six Sigma operations exhibit, making these firms more competitive in all aspects of business operation.

7. Standards-Driven Achievement

When processes are standardized, personnel training, project management and monitoring, problem-solving, and other corporate operations are simplified and streamlined.

8. Better Innovation

When personnel and management aren’t constantly solving problems and surmounting challenges, it opens the way for more innovative and imaginative thinking.

9. Healthier Bottom Line

Not only do lean operations save money in terms of reduced waste of all types, but more significant customer satisfaction and fewer returns result in higher profitability.

Numerous companies have documented annual savings from Lean Six Sigma initiatives that range from $2,000 to $250,000 (and higher) per improvement. Those figures don’t include the added value of increased sales, enhanced reputation and expanded customer goodwill.
The U.S. Army reports that its Lean Six Sigma initiatives have resulted in savings approaching $2 billion
10. Supply Chain Management
One of the possible ways to reduce the risk of defect is to use Six Sigm to drive down the number of suppliers your business has, which reduces the risk of errors.

International Institutes that Award Six Sigma Certifications

ASQ American Society of Quality USA

is committed to providing enhanced expertise, professional networks, tools, and solutions to help our members advance their products, services, and industries. In addition, we provide professional training, certifications, and knowledge to members globally.
 
ASQ is a global organization with members in more than 130 countries. Headquartered in Milwaukee, Wisconsin, we also operate centres in Mexico, India, and China. Our Society consists of member-led communities that help members connect with other quality professionals and practitioners, advance their knowledge and careers, and grow as thought leaders.
ASQ certification is a formal recognition by ASQ that an individual has demonstrated a proficiency within and comprehension of a specific body of knowledge. Nearly 250,000 certifications have been issued to dedicated professionals worldwide since 1968.
 
ASQ award Lean Six Sigma Yellow belt
Lean Six Sigma Green Belt
and Lean Six Sigma black belt
Among several other quality-related certifications
Certified Quality Inspector
Certified Reliability Engineer
Certified Quality Auditor
Certified Manager of Quality and organizational excellence
 

The International Association for Six Sigma Certification

 
(IASSC) is a Professional Association dedicated to growing and enhancing the Lean Six Sigma Community standards.
IASSC is an independent third-party certification body. IASSC does not provide Lean Six Sigma related training, mentoring, coaching or consulting services.
IASSC exclusively facilitates and delivers centralized universal Lean Six Sigm Certification Standards testing and Lean Six Sigma Accreditations. The published criteria of the standard are established and recognized.
They are independent of any specific trainer(s), training provider(s), consultant(s), proprietary training content, products or software or any particular organization or company offering Lean Six Sigma or any other services.
IASSC is a proud member of the Institute for Credentialing Excellence.
IASSC is proud to be a “Full Member” of the American National Standards Institute (ANSI)
JK Michaels is an approved training and examination provider of the International association of six sigma certification Canada.
IASSC offers the  
Lean Six Sigma Yellow Belt
Lean Six Sigma Green Belt
Lean Six Sigma Black Belt
 

Council for Six Sigma Certification (CSSC)

 
The Council for Six Sigma Certification (CSSC) was established in 2005 by leading Six Sigma trainer and mentor Craig Setter. The goal has always been simple: to create a set of standards that will help training programs and institutions across the globe teach practical and applicable Six Sigma certification courses.
In addition, our accreditation program contributes to the Six Sigm industry by ensuring that training and certification providers are offering courses that cover critical fundamentals of Six Sigma methodology.
Ultimately, we want to help both the  industry and the businesses and business professionals who use Six Sigm to improve their projects and performance.
Accreditation from The Council for Six Sigma is entirely free and doesn’t require renewal fees.JK Michaels is an approved training and examination provider of the Council of Six Sigma Certification. By offering free accreditation, we at The Council for Six Sigm Certification want to help providers demonstrate their legitimacy and become trusted by professionals seeking training and certification from a reliable source.
CSSC awards
Lean Six Sigma Yellow Belt
Lean Six Sigma Green Belt
Lean Six Sigma Black Belt
 

APMG (APM Group)Axelos

International is the most reputable global accreditation and examination institute

 
APMG accredits organizations for delivering training courses and consultancy services for a broad range of professional certification schemes.
Our long history of accrediting organizations worldwide and our rigorous assessment process means that APMG accredited organizations are committed to delivering exceptional service.
We have a diverse portfolio of certification schemes, including internationally renowned solutions for projects, Business and Information & Technology (I.T.) Management, Cyber Security and Public-private partnerships.
The portfolio of certification schemes – supported by our network of APMG accredited organizations makes it easy to find a nearby training course or consultancy service.
APMG’s certification schemes, exams and accreditation services support our goal of enabling organizations and professionals to maximize their effectiveness using the latest methodologies and core competencies. Successful candidates can also share their success with a digital badge – a dynamic representation of their certification for use on social media and online communications.
APMG offers a theoretical exam predominantly in:
Lean Six Sigma Yellow Belt
Lean Six Sigma Green Belt
Lean Six Sigma Black Belt
 

International Lean Six Sigma Institute

 
The ILSSI started as a partnership for greater understanding and standardization between Lean Six Sigma professionals in the U.K., Switzerland, E.U., USA, and the Middle East.
It focuses on providing international collaboration, shared knowledge, and standards for Lean Six Sigm principles, tools and techniques.
ILSSI runs an annual conference and offers training, certification, coaching and consulting services directly and through its partner network.

Six Sigma Institute

Six Sigma Institute, based in Ireland and Nigeria, is devoted to excellence in teaching, learning, researching and implementing Lean Six Sigma and developing leaders in Lean Six Sigma who will make a difference globally.
Six Sigma Institute awards international certification in:
Lean Six Sigma Yellow Belt
Lean Six Sigma Green Belt
Lean Six Sigma Black Belt
 International Six Sigma Council (ISSC)
The ISSC is a non-profit organization of quality practitioners and subject matter experts who saw the need for standardization in the Six Sigm and Lean fields. The headquarters is in Hongkong
Mission
The mission of the ISSC is to promote best practices and standards in all areas of Six Sigma, Lean and Quality fields. In addition, through examination and registration of Six Sigma and Lean Quality professionals.
ISSC helps to assure the standard of Six Sigm and Lean qualification and supports the business, non-profit making and public sectors to employ qualified Six Sigma and Lean people.
The ISSC provides professional registration for the following titles:
Certified Six Sigma Yellow Belt (CSSYB)
Certified Six Sigma Green Belt (CSSGB)
Certified Six Sigma Black Belt (CSSBB)
Certified Six Sigma Master Black Belt (CSSMBB)
Certified Six Sigma Champion (CSSC)
Certified Six Sigma Trainer (CSST)
Certified Lean Practitioner (CLP)
Certified Lean Leader (CLL)
Certified Lean Master (CLM)
ISSC also welcomes corporate members who are/will be running Six Sigm and are interested in helping ISSC to pursue its mission.

Lean vs Six Sigma

Although we are comparing Lean vs Six Sigma, the truth is that they both work toward the same ultimate goal: eliminating waste and creating efficient processes. However, they take different approaches on how to accomplish this.
Lean focuses on analyzing workflow to reduce cycle time and eliminate waste. In addition, lean strives to maximize value to the customer while using as few resources as possible.
Six Sigma strives for near-perfect results that will reduce costs and achieve higher customer satisfaction levels by removing product defects and reducing process variation.
To summarize the main difference between Lean vs Six Sigma, lean looks at ways to increase flow and improve process efficiencies. In comparison, Six Sigma focuses on achieving consistent results and improving process effectiveness.
One similarity between Lean vs Six Sigma is that both have demonstrated that it is possible to dramatically improve the quality of your products and customer experience by improving processes.

What Is Lean Six Sigma?

Lean Six Sigma is the fusion of Lean Manufacturing with Six Sigma to create a complete system that removes waste and reduces process variation for streamlined manufacturing and optimal product output.
Lean Six Sigma primarily uses Six Sigm processes and methods as the backbone of the system – such as DMAIC and the belt system – to drive focused improvements in manufacturing while incorporating many techniques and tools from Lean to reduce wasteful steps and processes.

 ROLES

There are master black belts, black belts, green belts, yellow belts, and white belts at the project level. These people conduct projects and implement improvements.

• Master Black Belt: Trains and coaches Black Belts and Green Belts. Functions more at the Six Sigma program level by developing key metrics and the strategic direction. Acts as an organization’s Six Sigma technologist and internal consultant.
• Black Belt: Leads problem-solving projects, trains and coaches project teams.
• Green Belt: Assists with data collection and analysis for Black Belt projects. The green belt also leads functional projects.
• Yellow Belt: Participates as a project team member and reviews process improvements that support the project.
• White Belt: Can work on local problem-solving teams that support overall projects but may not be part of a project team. White belts also understand basic Six Sigm concepts from an awareness perspective.
• Brown Belt: Brown Belt is not traditionally used in Six Sigma and is unrecognized by most organizations or accrediting agencies. However, some organizations may classify a Brown Belt as a person who has their Green Belt and has passed the Black Belt certification exam but hasn’t completed a second black belt project.

In addition, each project needs organizational support. Six Sigm executives and champions set the direction for selecting and deploying projects. At a high level, they ensure that projects succeed, add value, and fit within the organizational plan.

• Champions: Translate the company’s vision, mission, goals and metrics to create an organizational deployment plan and identify individual projects. Identify resources and remove roadblocks.
• Executives: Provide overall alignment by establishing the strategic focus of the  program within the context of the organization’s culture and vision.

Benefits of having a Lean Six Sigma Training and Certification

Certify your ability to:

• To work effectively with, or as a member of, a process improvement team working in an environment supporting Lean Six Sigm.
• It increases your earning potential, see the ASQ salary survey.
• To analyze and refine processes to improve efficiency and remove waste using Lean.
• The certification is a formal recognition that an individual has demonstrated a proficiency within and comprehension of a specific body of knowledge.
• Reduce process variation and improve quality and consistency.
• Add value for customers, employees and shareholders by minimizing process variation and waste.
• Improve performance and reduce timescales for Lean Six Sigma projects.

What are the Six Sigma Career Choices and Salary Prospects?

Six Sigm is a great way to climb up the career ladder with excellent job titles and to match salary prospects. Companies that routinely hire candidates to fill Six Sigm positions include 3M, Abbott Laboratories, General Electric, The Hershey Company, IBM, Honeywell, Newell Rubbermaid, Siemens, and Wells Fargo.
Six Sigma professionals have several career choices as manufacturing engineers, compliance engineers, and operating system specialists.
Additionally, there are career opportunities with the following titles, although the precise nomenclature can vary from company to company:

• Six Sigma Analyst
• Six Sigma Black Belt
• Six Sigm Consultant
• Director of Operational Excellence
• Functional Project Lead
• Senior Project Manager
• Six Sigm Projects Manager
• Business Process Manager
• Lead Analyst/Project Manager

According to Glassdoor, a Six Sigma Green Belt certified can expect an average yearly salary of $68,840 per year.

 COURSES

Six Sigm courses of JK Michaels are divided into Six Sigma certification courses and Action Learning Courses. In addition, we offer IASSC (International institute of Six Sigma Certification USA-yellow belt, Green belt, black belt) and American Society of Quality certifications.
While the action learning workshop(Yellow,Green belt, black belt), are practical workshops targeted at delegates interested in the immediate application of the core tools and techniques of Lean Six Sigma.
We are an Accredited Training Organization and Accredited Examination Centre of the International Institute of six sigma certification USA.
For more information, click on each course below and get a 5% discount by registering two weeks before the training date.(online payment accepted).

FAQ

Most frequent questions and answers

How does Six Sigma relate to the Project Management Body of Knowledge (PMBoK)?

The professional project management community is becoming increasingly interested in Six Sigma. The most frequently asked question is, “How does Six Sigma relate to the Project Management Body of Knowledge (PMBoK)?” Six Sigma and PMBoK have parallels, similarities, and distinctions.

 

A little context is helpful before getting into the details. The Project Management Body of Knowledge (PMBoK) is a well-established standard (promulgated by the Project Management Institute) widely utilized by professional project managers in various industries worldwide. It serves as the foundation for project management professional certification (PMP). The PMBoK is divided into 10 knowledge categories and five “process groups,” as shown in Figure 2 at the bottom of the page. A project is a short-term undertaking to develop a product, service, or outcome. Because of its transient character, it has a distinct beginning and finishes. The project concludes when the standards end or when it becomes clear it cannot meet the objectives, and the task becomes discontinued.

 

Six Sigma Project Management :What Does “Project” Mean?

It is not a rhetorical or definitional question. Instead, it is requested to draw a clear separation between a carried-out project to produce a new product or process (or to improve an existing one) and a Six Sigma project that may be running in parallel with and maybe intersecting with the “product project.” The graphic below illustrates this distinction.

 

Several Six Sigma projects may be running concurrently with a “product project” and delivering results that affect or use by that project. For example, a DFSS (Design for Six Sigma) project launched better to understand the needs of a specific client segment to pass that information on to the product development team at the appropriate moment. Similarly, if it was a review that testing capabilities were insufficient to produce the desired quality within the needed time frame, it might launch a process improvement DMAIC project. Both Six Sigma initiatives have the potential to impact other product project teams and hence are more than just tasks within a product project; they have a life of their own.

 

Every project results in a product, service, or outcome. Although some project deliverables may have repetitive aspects, this repetition does not alter the project’s essential distinctiveness. Office buildings, for example, are constructed using the same or comparable materials or by the same team, but each is unique in terms of design, conditions, suppliers, and so on.

 

Because it follows an organization’s existing protocols, a continuous work effort is usually a repeating process. On the other side, due to the one-of-a-kind nature of projects, there may be some uncertainty about how will receive the project’s products, services, or outcomes. In addition, the tasks may be unfamiliar to the project team, necessitating more careful planning than usual. Carry out projects at all levels of the organization. A single person, a single organisational unit, or numerous administrative divisions may be involved in a project.

Using the information, skills, tools, techniques, and processes is to project activities to achieve project requirements.

 

The Project Management Body of Knowledge: A Guide (PMBOK Guide) is a set of project management practices organized by the PMI institution and regarded as the cornerstone of project management knowledge. It describes project management concepts and guides managing particular projects. It also considers the entire project life cycle and related procedures, as well as the project management life cycle.

 

It has been quite some time informally, but it became a recognised profession in the mid-twentieth century.

 

The PMBOK Guide divides its elements into five process categories and ten knowledge domains.

The PMBOK engages five groups.

Initiating: The steps of defining a new project or a new phase of an existing project by gaining authorization to begin the project or phase are referred to as initiating.

Planning: The procedures for defining the project scope, refining the objectives and formulating a plan of action to meet the project’s goals.

Executing: Using processes to carry out the tasks outlined in the project management plan to meet the project’s requirements.

Controlling: The procedures for monitoring, reviewing, and reporting project progress and performance and identifying and implementing any necessary adjustments to the plan.

Closing: Using processes to formally terminate a project or phase by completing all activities in all groupings of procedures.

The ten domains of knowledge integration in the PMBOK

Manage the other knowledge domains and coordinate and control any modifications. It generates the following files: Opening Work on Term Performance Data, Change Requests, Work Performance Reports, and Change registration.

Coverage, verification, and control levels are all defined by scope. Processes in the scope management department address:

Collecting requirements, defining scope, and creating the Work Breakdown Structure (WBS) are steps in the project management process. First, verify the area; Keep the content under control.

Time

All tasks completed are planning and maintaining the schedule, identifying activities, scheduling activities, estimating resources and activity durations, and generating and controlling the program. Therefore, a list of activities, activity attributes, milestones, project schedule network diagrams, resource requirements, resource breakdown structure, estimated duration of activities, project schedule, schedule data, project calendar, and schedule forecast is among the documents produced.

 

Plan costs, estimate costs, set a budget, and keep expenditures under control. Estimates of the costs of activities, based on the forecast, financial resource requirements of the project, and projected costs are among the documents produced.

 

Quality

Handle the quality management strategy, as well as quality assurance and control. Quality Metrics, Quality Checklists, and Quality Control Measurements are among the records produced.

 

Manage purchases, manage the acquisitions, and acquisitions are closed. In addition, it creates the following documents: procurement job specifications, procurement documents, resource selection criteria, supplier proposals, and agreements.

 

Human resources planning and managing human resources, mobilising staff, developing staff, and managing the project team are examples of human resource management. Therefore, the following document created was: state Staffing assignments for the project.

Communications management is the process of planning, managing, distributing, and controlling communications.

Management of risks

Risk management entails recognising hazards, making a qualitative risk assessment, conducting a quantitative risk analysis, planning risk responses, and risk control. Therefore, the following document is; Registers of danger.

Management of stakeholders

Identify stakeholders, develop a management strategy, manage stakeholder interaction, and keep track of stakeholder involvement. It generates the following files: Issues with the stakeholder registry and registration. Stakeholders involved throughout the project life cycle should be considered their requirements and expectations.

Six Sigma Calculation?

Six Sigma is the process of using mathematical formulae and methodologies to eliminate defects and product variances. Six Sigm aims to enable things to get better and increase productivity in procedures and products (such as how to correct variation). So, when you’ve gathered your data and started doing calculations, keep these Six Sigma measures and formulas available.

Minimising expenses, fulfilling deadlines, enhancing connectivity, optimising operations, and reducing waste are critical concerns for every business. When all of these activities are entirely correct, it will complete the project. For example, Motorola was one of the first big firms to employ Six Sigm to improve product quality and services to increase revenue on a trial basis. The outcomes were quite favourable, boosting the company’s overall performance.

Terminologies to Know

Defect: A defect is a company’s failure to meet the customer’s expectations.

Defects vs Defectives: What’s the Difference? A single non-conformity is a “defect,” while a unit containing one or more faults is a “defective” unit.

DPU stands for Defects Per Unit, the average number of defects discovered while sampling a population.

Defects per Unit (DPU) = Defects per Unit (DPU) = Defects per Unit (DPU) = De

 

Example:

 

Defects=15

 

Units=500

 

DPU=15/500=0.03

 

Defects Per Opportunity is an acronym for (DPO): DPO stands for Defects Per Opportunity. It’s a measure that shows how many flaws there are per Opportunity in a process.

DPO = Defects / (Total Number of Units * Unit Opportunities)

 

Example:

 

Defects=15

 

Per Unit Opportunity=5

 

Units=500

 

Total Possibilities = 500*5=2500

 

DPO=(15/2500)=0.006

 

Defects Per Million Opportunities (DPMO) is an acronym for Defects Per Million Opportunities. It’s a metric for the number of mistakes made in a business or process. Per occurrence, a procedure may have multiple error possibilities.

DPO * 106 = DPMO

 

(or)

 

Defects Per Million Objects (DPMO) = Defects Per Million Objects

 

106 * total number of units * number of opportunities per unit

 

Example:

 

Defects=15

 

Per Unit Opportunity=5

 

Units=500

 

Total Possibilities = 500*5=2500

 

DPMO=(15/2500)*106=6000

 

Yield is a percentage of fulfilled commitments divided by the number of opportunities.

1-DPO = Yield

 

Example:

 

Defects=15

 

Per Unit Opportunity=5

 

Units=500

 

Total Possibilities = 500*5=2500

 

DPO=(15/2500)=0.006

 

1-0.006=0.994 yield

A manufacturing process must have fewer than 3.44 failures per 1,000,000 chances at a Six Sigma level. Using a Six Sigma process, you’ve almost eliminated all flaws. Unfortunately, six Sigma is not in use in most operations. They’re operating at a 5 Sigma, 4 Sigma, or poorer level of quality. Here’s the whole scale to give you an idea of the numbers involve.

Sigma Level	Defect Rate	Yield
2𝛔	308,770 DPMO	69.10%
3𝛔	66,811 DPMO	93.33%
4𝛔	6,210 DPMO	99.38%
5𝛔	233 DPMO	99.97%
6𝛔	344 DPMO	99.99%

Evaluate the Sigma Process rating to see whether the process capability is comparable to the process parameters. To determine the process sigma rating, we must first calculate the total number of defects, total number of opportunities, and defect rate.

A flaw is something that goes beyond the customer’s expectations. On the other hand, the chance is the total number of failure possibilities. The Six Sigma Rating is 99.99966 per cent based on the Sigma Process Table. The yield is the percentage of products or services that are defect-free.

Six Sigma Calculation Example

A billing mechanism underpins a project. The team requires that the correct bills are available to the customer. They’ve described only one option for this procedure: either the statement is accurate, or it isn’t. All of the invoices created are the same in terms of intricacy. The team examined a sample of 250 bills and discovered 60 flaws.

 

Total Number of Defects: 60

Total Number of Units: 250

Total Number of Defect Opportunities per Unit: 1

DPU: DPU=DefectsTotal number of units= 60/250=0.24

DPO: DPO=DefectsTotal number of units * opportunities per unit= 60/(250*1)=0.24

DPMO: DPMO=DPO * 106 = 0.24 * 106=240,000

Yield:

Yield=1-DPO= 1-0.24=0.76

Based on the Process Sigma table, the team’s implementation process only has a sigma rating between 2 to 3. The higher the degree of sigma, the lower the number of defects.

 

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JK Michaels institute also offers other products and courses, including BLACK BELT CERTIFICATION, and ACTION LEAN SIX SIGMA GREEN BELT.(Opens in a new browser tab)

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